Data Mining in Human Resources

2011 ◽  
pp. 262-267
Author(s):  
Marvin D. Troutt ◽  
Lori K. Long
Keyword(s):  
Data Mining ◽  
Decision Making ◽  
Strategic Planning ◽  
Human Resources ◽  
Planning Process ◽  
Transaction Processing ◽  
Strategic Decisions ◽  
Strategic Planning Process ◽  
Manual Processing ◽  
Related Transaction

In this paper, we briefly review and update our earlier work (Long & Troutt, 2003) on the topic of data mining in the human resources area. To gain efficiency, many organizations have turned to technology to automate many HR processes (Hendrickson, 2003). As a result of this automation, HR professionals are able to make more informed strategic HR decisions (Bussler & Davis, 2002). While HR professionals may no longer need to manage the manual processing of data, they should not abandon their ties to data collected on and about the organization’s employees. Using HR data in decision-making provides a firm with the opportunity to make more informed strategic decisions. If a firm can extract useful or unique information on the behavior and potential of their people from HR data, they can contribute to the firm’s strategic planning process. The challenge is identifying useful information in vast human resources databases that are the result of the automation of HR related transaction processing.

Data Mining in Human Resources

2008 ◽  
pp. 2371-2378
Author(s):  
Marvin D. Troutt ◽  
Lori K. Long
Keyword(s):  
Data Mining ◽  
Decision Making ◽  
Strategic Planning ◽  
Human Resources ◽  
Planning Process ◽  
Transaction Processing ◽  
Strategic Decisions ◽  
Strategic Planning Process ◽  
Manual Processing ◽  
Related Transaction

In this paper, we briefly review and update our earlier work (Long & Troutt, 2003) on the topic of data mining in the human resources area. To gain efficiency, many organizations have turned to technology to automate many HR processes (Hendrickson, 2003). As a result of this automation, HR professionals are able to make more informed strategic HR decisions (Bussler & Davis, 2002). While HR professionals may no longer need to manage the manual processing of data, they should not abandon their ties to data collected on and about the organization’s employees. Using HR data in decision-making provides a firm with the opportunity to make more informed strategic decisions. If a firm can extract useful or unique information on the behavior and potential of their people from HR data, they can contribute to the firm’s strategic planning process. The challenge is identifying useful information in vast human resources databases that are the result of the automation of HR related transaction processing.

The Role of Philanthropy on the Strategic Planning Process of a Selective Liberal Arts and Science College

2020 ◽  
pp. 1364-1384
Author(s):  
Wayne P. Webster ◽  
Rick C. Jakeman ◽  
Susan Swayze
Keyword(s):  
Decision Making ◽  
Strategic Planning ◽  
Liberal Arts ◽  
Planning Process ◽  
Deep Understanding ◽  
Strategic Planning Process ◽  
Strategic Plans ◽  
The Future ◽  
Science College ◽  
Decision Making Model

This chapter describes how constituencies of a four-year, private liberal arts and science college perceived the effect of philanthropy on the strategic planning process. Due to their reliance upon tuition revenues and private support, liberal arts and science colleges are particularly susceptible to ebbs and flows in the economy. How these institutions plan for the future and the extent to which philanthropy factors into strategic plans provides crucial information about the future of these higher education institutions (Connell, 2006). Gaining a deep understanding of how philanthropy shapes a strategic planning process and the decision-making model that was used during the process provides insight into how philanthropy, strategic planning, and decision-making models intersect to form a new decision-making model, described as feedback and revenue.

Board involvement in strategy and organisational performance

2005 ◽  
Vol 30 (4) ◽  
pp. 1-10 ◽  
Author(s):  
Julie I. Siciliano
Keyword(s):  
Decision Making ◽  
Strategic Planning ◽  
Boards Of Directors ◽  
Planning Process ◽  
Core Competencies ◽  
Strategic Decision ◽  
Regulatory Body ◽  
Full Potential ◽  
Strategic Planning Process ◽  
Financial Soundness

In firms where oversight by a regulatory body within the industry exists and where new core competencies must be developed to offset aggressive competition, there is evidence that a larger role for board of director involvement in strategic activities occurs. Within this context, survey data from board members and CEOs reveal that in organisations where financial soundness scores are less favourable, the odds of the board being more involved in a formal strategic planning process increase. Regarding a strategy role that consists of the board collaborating with management in making new strategic decisions, it is less likely that the board will take on this role when the organisation's financial soundness scores are not at the optimal level. For many years, boards of directors have been encouraged in theory and in practice to take on an active strategy role. However, in much of the literature the nature and extent of board involvement in strategy is undifferentiated. Most empirical studies dealing with corporate governance issues focus on board composition and structure variables and do not examine the level of involvement from a decision making perspective. Capturing this particular perspective is not only of interest to researchers but also is of practical importance, as general management seeks to realise the board's full potential in the strategic arena. This paper reports on the involvement of boards in a five-step strategic planning process and also examines board participation relative to that of senior management in strategic decision-making and evaluation. The first section examines the limited empirical findings of board involvement in strategic activities and outlines three viewpoints on possible participation levels. The paper then describes an empirical study that shows board involvement varies in relation to the organisation's financial performance.

The Role of Philanthropy on the Strategic Planning Process of a Selective Liberal Arts and Science College

2016 ◽  
pp. 228-255 ◽  
Author(s):  
Wayne P. Webster ◽  
Rick C. Jakeman ◽  
Susan Swayze
Keyword(s):  
Decision Making ◽  
Strategic Planning ◽  
Liberal Arts ◽  
Planning Process ◽  
Deep Understanding ◽  
Strategic Planning Process ◽  
Strategic Plans ◽  
The Future ◽  
Science College ◽  
Decision Making Model

This chapter describes how constituencies of a four-year, private liberal arts and science college perceived the effect of philanthropy on the strategic planning process. Due to their reliance upon tuition revenues and private support, liberal arts and science colleges are particularly susceptible to ebbs and flows in the economy. How these institutions plan for the future and the extent to which philanthropy factors into strategic plans provides crucial information about the future of these higher education institutions (Connell, 2006). Gaining a deep understanding of how philanthropy shapes a strategic planning process and the decision-making model that was used during the process provides insight into how philanthropy, strategic planning, and decision-making models intersect to form a new decision-making model, described as feedback and revenue.

scholarly journals Serious Gaming for the Strategic Planning Process

2014 ◽  
Author(s):  
Adina Aldea ◽  
Maria-Eugenia Iacob ◽  
Jos van Hillegersberg ◽  
Dick Quartel ◽  
Henry Franken
Keyword(s):  
Strategic Planning ◽  
Planning Process ◽  
Serious Gaming ◽  
Strategic Planning Process
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